Human Resource Management Mission 2003

Mission to meet Best Employers in India (Mumbai & Pune)

Proctor & Gamble IndiaCore Values

•People : Recruitment at entry level only. Building orgn. By promoting and rewarding the employees from within.

•Leadership :

•Ownership :

•Integrity : Operate within the letter and spirit of the law

•Passin for winning : Compelling desire to improve and to win in

•Trust :

Salient Feature• HR is a strategic business partner• Every relationship is Adult business Devl. Even HR is involved in

business.• No Performance Appraisal System but Work Development System in

place• Cabin less office• Excellent enviornment• Best Recruitment / Selection process• Entry level officer can become CEO / GM or Operation Head• Masters / Experts are created• Work Development System based on …..

- What did he do to build the system ?- What did he do to improve the system?- What did he do to improve Business

Visit to Proctor & Gamble Salient Feature

• Other renowned and popular facilities1. Let’s Talk : :Last Friday of every month, open discussion2. Every employee has access to all the things related to him3. Functional intranets4. Team spaces : Discussion database5. Virtual Library6. Physical and Virtual networks7. Committees of Practice8. Open Job Postion9. Stock ownership prog.: 100 shares to new comers10. To the top Non-Stop : Called project, rewards for that, individuals in the systems

are made responsible11. Rapid Learn : Online training, Prog. Schedules, Online mgt. Trg. Prog., Open to all12. OSGM : Objectives, Goals, Strategy, Success measures , OR ownes & Delivers,

Involvement of indi. In the Dev. Process, Building commitment ot the OSGM and linkage to indi. Planning, Rebust review mechanism

Orgn. Practices / Philosophy

• “Principle based approach and not the Rule based ”

• Rule Based: People are there to make rule sand to see that they are followed. Supervisory kind of approach of HR

• Principle Based : Managers are ther to help build the technology, you don’t need supervisors. Teach the peopleand leave the orgn.to the people

HR Role

• HR VISION : People performing at their peak, improving the lives of the world’s consumers.

• How HR vision come to life : 1. By being : In touch with the business and the market place around us2. Involved in the biggest decisions, the best plans and the most challenging projects

3. In the lead with the knowledge, expertise, break through capability cration.

HR Role• HR Purpose : In partnership with their

business leaders, they….

1. Crate & sustain business growth & competitive advantage with people, organization, systems & culture

2. Preserve a value drive, principle base core

3. Leverage the strengths of their brand

Visit to Larsen & Toubro (L&T)

Salient Features :

• Transforming L&T - HR as Competitive Advantage

• Talent Identification : Trg. Need identification, Owning a Mgt. Dev. Centre at Lonavala

L&T : The Role of HRRole :

R ole o f H R

A ttrac t th e Ta len t

L ead ersh ip C om p eten cy

Tech n ica l F in an ce

B u s in ess S p ec ific C om p eten cy

D eve lop th e C ap ab ility R eta in th e ta len t

H R

L & T – Leadership Programmes

• There are five types of Leadership Progs: 1. Supervisory 2. Technology 3. Executive 4. Management 5. Global Leadership Programme (under process)

All the above are Holistic in nature. The competencies are assessed through assessment centres

L & T – Special features

-Traning needs identification : starts at assessement centre

- Coaching website

- Workshop –

1. Preworkshop reading & test

2. Imparting Knowledge & skills

- UTSAH – Universal Training Self Assessment and Harmony

L & T – Special Features

• Capability & Leadership Programme (CALD)

1. Strategic Leadership for Sr. Mgt. Level

2. Tactical Leadership for Middle Level Mgt

3. Operational Leadership – Jr. Level• Performance Base Incentive Scheme : An

employee getting the rank in the performance appraisal system, would be compared with his peer group & then reward is given.

TATA CONSULTANCY SERVICES

• HR Role

1. Identifying the Right Gene Pool by

- Academic Interface Programme

- Accreditation process

- Campus Target Driven

- Academic Portal

TCS –Recruitment starts….

• Recruitment through e-Recruitment portal

• Interview Panel Screening

• Aptitude, Psychometric & Skill testing

• Reference checks

TCS –New employee joins ..

• Nursery days : 72 days exhaustive training - at Corporate Learning Centre at Trivendrum - Initial Learning Programme (ILP) which focuses

on Software Engineering, Life skills, Vission Mission Values and Tata Code of conduct.

- Life Gurds provided

TCS –Employee nurtured ..

• Kindergarten : 75 days - International forum for Elect. & Electronics Engineers –

Membership fees 75 $ paid by TCS on behalf of employees - Manpower Allocation Task Committee ( MATC) - Resource

Allocation Matrics - Career Management throu Speed (Performance Evaluation

Employee Development) - Ultimatix

TCS –Employee grows ..• Teenage : 14 days of a year - Continuous Learning Programme (5 to 6% of

revenue is spent on this) - e- knowledge management - Technology Certification - Foreign Language Technics - Career streams - Career Management – Linked to Balance score

card thru SPEED - Associate Engagement - Calander of events,

Participation, Owning / Cultural movement

TCS –Matured Employee

• Adulthood : Employee has arrived

- Competency Management System

- Personal Devt. Programme

- Certified Software Quality Assurance & Quality initiatives

- Management Development Programmes

- Excellence in Cell

- Winners conference

TCS – Salient Features

• Tata Welfare Trust• Sabbaticals – Study leave• Maitree – Spouse of employee manages• Hats off ! – Momento for a period of service

Johnson & Johnson

• HR Branding : Small company’s environment, Big company’s impact means the more & more decentralized management

• HR Vision : To be recognized by the employees as the best company to work for in India

Johnson & Johnson – Values & Philosophy

• CREDO : The CREDO was published way back in 1943 by the founder Rober Wood Johnson.

• CREDO’s contents - A balanced scorecard approach means the

responsibilities of J & J to their Customers, Employees, Community & Stake Holders

- It is a framework of fundamental values & ethical standards of who we are and why we exist into the business

Johnson & Johnson – Values & Philosophy

• CREDO challenge meetings help maintain the CREDO as a living document

• CREDO : Passionately espoused & followed by each and every employee across the world

• CREDO operational through Personal Code of Conduct (PCC). MD of the J&J discuss PCC personally with every new entrant.

Johnson & Johnson – Values & Philosophy

• CREDO Values :

1. Trust worthiness

2. Respect

3. Taking Responsibility

4. Fairness

5. Caring

6. Citizenship

Johnson & Johnson – CREDO

• CREDO based Decision Process: 1. Recognise the more challenge 2. Search for a good solution 3. Test your provisional decision 4. Act with courage

Johnson & Johnson – Standards of Leadership

• Standards of Leadership : 1. Organisation and Employee Development 2. Customer / Marketing focus 3. Innovation 4. Interdependent partnering 5. Master Complexity

Johnson & Johnson

• Process Excellence through : 1. Assessment 2. Improvement : using Six Sigma, Lean

Thinking and Design Excellence 3. Recognition

Johnson & Johnson – Salient Features

• Attracting Talent thru…

- e-recruitment, Employee Referral Programme ( Rect. Thru Emp.’s reference), Campus rect., skill building thru Selection, skill workshop and the use of STAR (Situation Task Action Result) technique of Behavioral Interviewing.

• Compensation Approach : Benchmarking surveys thru external consultants, Annual reviews based on Performance on objectives as well as SOL (standards of Leadership) only. Timely monetary & recognition awards.

Johnson & Johnson – Salient Features

• Learning & Development Approach - Individual development plan in Employee

development review, Feedback from Training partners, Progs. Tailored around SOL, Functional competency mapped, Customised Vs. General workshop, Need based learning prog. , Review to improve learning effectiveness, involvement of managers in review, e-learning, J&J University, J&J leadership effectiveness through design excellence & obtaining voice of customer, Education Assistance, Executive MBA Programme, Managementor.com

Johnson & Johnson – Unique practices

• Training partner : Building ownerhip into the learning & development process, Brand learning & devt. within company

• Career Planning : Talent Scope Methodology (Brick system), Individual development plan, Fulfilling regional requirements, Top management involvment in selection and development, Breakfast meeting with Field staff, International deputations, All internal job opening are published by LAN

• Employee Feed back : 8 questionnaire survey (even MD has to fill it), Top management support & involvement, Close monitoring of results.